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How can you manage stakeholder expectations while coaching?

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Coaching is a powerful way to develop your team, improve performance, and foster a positive culture. But coaching can also be challenging, especially when you have to manage the expectations of multiple stakeholders who have different goals, perspectives, and needs. How can you coach effectively while balancing the interests of your coachees, managers, sponsors, and other stakeholders? Here are some tips to help you navigate this complex situation.

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Miguel ángel Gutiérrez

Director General Observatorio ?uble | Docencia de Pregrado y Posgrado | Consultor de Proyectos Sociales | Gestor…

1 Understand the stakeholder map

Before you start coaching, you need to identify who are the key stakeholders involved in the coaching process, what are their roles, expectations, and concerns, and how they can influence or support the coaching outcomes. A stakeholder map is a useful tool to visualize and analyze the stakeholder landscape. It can help you to prioritize your communication, align your objectives, and avoid potential conflicts or misunderstandings. You can create a stakeholder map by listing the stakeholders, categorizing them by their level of interest and influence, and mapping their relationships and interactions.

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2 Communicate clearly and regularly

Communication is essential for managing stakeholder expectations while coaching. You need to communicate with your coachees, managers, sponsors, and other stakeholders throughout the coaching journey, from setting the goals and expectations, to providing feedback and progress updates, to celebrating and evaluating the results. You need to communicate clearly and regularly, using the appropriate channels, formats, and styles for each stakeholder group. You also need to communicate honestly and respectfully, acknowledging the challenges and risks, as well as the successes and opportunities. Communication can help you to build trust, rapport, and credibility with your stakeholders, as well as to solicit their feedback, input, and support.

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Miguel ángel Gutiérrez

Director General Observatorio ?uble | Docencia de Pregrado y Posgrado | Consultor de Proyectos Sociales | Gestor editorial
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Una de las claves del facilitador es mantener una lógica de micro contenidos, los cuales sean fáciles de comprender y seguir. Llenar a los colaboradores con una seguidilla de instrucciones largas o solo reflexionar y jugar con concepto, solo entorpece el propósito de la comunicación para el logro de resultados o mejoras de un proceso. Luego se debe comprender los mecanismo de comunicación regulares de la institución y sistematizar para que sea una práctica incorporada o adapta por los distintos agentes.

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3 Manage the boundaries and confidentiality

Coaching involves a confidential and trusting relationship between the coach and the coachee. However, coaching also involves other stakeholders who may have a legitimate interest or involvement in the coaching process and outcomes. Therefore, you need to manage the boundaries and confidentiality of the coaching relationship, ensuring that you respect the privacy and autonomy of your coachee, while also meeting the expectations and obligations of your other stakeholders. You need to establish and agree on the boundaries and confidentiality of the coaching relationship with your coachee and your other stakeholders at the beginning of the coaching process, and review and revise them as needed throughout the coaching journey. You need to be clear about what information can be shared, with whom, when, and how, and what information should be kept confidential.

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4 Align the goals and outcomes

One of the main challenges of managing stakeholder expectations while coaching is to align the goals and outcomes of the coaching process with the goals and outcomes of the other stakeholders. Sometimes, the goals and outcomes of the coachee may not match or align with the goals and outcomes of the manager, sponsor, or other stakeholder. For example, the coachee may want to focus on developing a specific skill or competency, while the manager may want to see an improvement in a specific performance indicator or behavior. To avoid or resolve this mismatch, you need to align the goals and outcomes of the coaching process with the goals and outcomes of the other stakeholders, ensuring that they are SMART (Specific, Measurable, Achievable, Relevant, and Time-bound), and that they reflect the needs, interests, and values of all parties involved. You need to involve your coachee and your other stakeholders in the goal-setting process, and review and adjust the goals and outcomes as the coaching progresses.

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Miguel ángel Gutiérrez

Director General Observatorio ?uble | Docencia de Pregrado y Posgrado | Consultor de Proyectos Sociales | Gestor editorial
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Muchas veces el coaching (facilitador o asesor) comete el error de colocar expectativas en comentarios positivos, los cuales en una primera parte pueden ser positivos, pero tambien es necesario considerar los puntos críticos y realizar esa evaluación no tan amigable con el equipo directivo. Hablar sobre eso que no necesariamente tendrá aplausos pero que si permite pasar del coaching al mentoring.

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5 Evaluate and demonstrate the value

Another challenge of managing stakeholder expectations while coaching is to evaluate and demonstrate the value of the coaching process and outcomes. Coaching can have a significant impact on the coachee, the team, the organization, and the stakeholders, but it can also be difficult to measure and quantify. Therefore, you need to evaluate and demonstrate the value of the coaching process and outcomes, using both qualitative and quantitative methods, and both subjective and objective indicators. You need to collect and analyze data and feedback from your coachee and your other stakeholders, and use them to assess the effectiveness, efficiency, and satisfaction of the coaching process and outcomes. You need to report and showcase the value of the coaching process and outcomes, using stories, testimonials, case studies, metrics, and benchmarks, and highlighting the benefits, achievements, and learnings of the coaching journey.

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Miguel ángel Gutiérrez

Director General Observatorio ?uble | Docencia de Pregrado y Posgrado | Consultor de Proyectos Sociales | Gestor editorial
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El mostrar los resultados que se pueden obtener en un periodo de coaching, también depende de la madurez de los equipos se gestión y los colaboradores. Se espera que con algunas jornadas se puedan visualizar resultados pero cambiar dinámica que estan incorporadas como algo internó resulta difícil. El coach también debe mostrar aspectos de desarrollo actitudinal los cuales implican tiempo seguimiento y monitoreo pero contextualizadas a las realidades del equipo que apoya.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you manage stakeholder expectations while coaching?

1

2

3

4

5

6

1 Understand the stakeholder map

2 Communicate clearly and regularly

3 Manage the boundaries and confidentiality

4 Align the goals and outcomes

5 Evaluate and demonstrate the value

6 Here’s what else to consider

Senior Stakeholder Management

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How can you manage stakeholder expectations while coaching?

1

2

3

4

5

6

1 Understand the stakeholder map

2 Communicate clearly and regularly

3 Manage the boundaries and confidentiality

4 Align the goals and outcomes

5 Evaluate and demonstrate the value

6 Here’s what else to consider

Senior Stakeholder Management

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感谢您的反馈

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